Case Study: How Crestron Electronics Improved the Efficiency of Its Customer Service Returns Processes with SAP CRM 2007

Case Study: How Crestron
Electronics Improved the
Efficiency of Its Customer
Service Returns Processes
with SAP CRM 2007

Andrew Ho
Crestron Electronics
© 2009 Wellesley Information Services. All rights reserved.

In This Session ...
• Learn how Crestron Electronics has aligned its corporate strategy
with CRM business initiatives to enable its long-term growth
• Learn how Crestron has enabled SAP CRM 2007 to support their
customer service by streamlining their Return Material
Authorization (RMA) service process
• Gain perspective on how a CRM conference room pilot (CRP) can
jump start your business ownership, alignment, and involvement
with the project
• See how Crestron’s RMA process benefited from implementing
SAP CRM 2007

2

What We’ll Cover …
• Overview of Crestron Electronics
• Examining the RMA legacy situation
• Developing the project roadmap
• Enabling RMA processes with SAP CRM 2007
• Exploring the benefits received
• Wrap-up

3

Crestron Electronics – Fast Facts
• World headquarters: Rockleigh, NJ
• Annual revenues: approximately $400 million
• Offices: 53 (worldwide); 18 (U.S. and Canada)
• Employees: 2,500+ (worldwide); 1,100+ (U.S. and Canada)
• Founded: 1971
• Ownership: Private, family-owned company
• Web site: www.crestron.com
• Business:
s World’s leading manufacturer of advanced control and
automation systems
s Offers integrated solutions to control audio, video, computer,
and environmental systems
s Our customers are dealers and not the end users
4

Crestron Electronics – Business Illustration

5

Crestron Electronics – Business Projects Department
• Formed at the end of 2005 to support Crestron’s transformation
from a small “mom-and-pop” company to a mid-sized corporation
• An IT department that is not the IT Department, but works very
closely with them
s Combines IT and business knowledge to affect change at
Crestron
s Responsible for all SAP-based project work at Crestron
IT Business Projects
Project Mgmt. Office:
Technical Support:
- SAP projects
- IT infrastructure SAP Basis Support
- Non-SAP projects
- Telephony SAP Help Desk
- Desktops/laptops
Software Quality Control
- Printers/copiers Intranet Support
User manuals
- Etc.
User training

6

Crestron Electronics – SAP History
• Cutover from legacy ERP system to SAP R/3 4.6c in April 2003
• Implemented SAP NetWeaver® Business Intelligence 7.0, SAP
Enterprise Portal 7.0, and SAP Solution Manager 4.0 in 2007
• Upgraded from 4.6c to SAP ERP 6.0 at the end of 2007
• Approved SAP CRM 2007 implementation in early 2008
o w th
SAP CRM 2007 ’s Gr
Cre s tr o n
Approved
Business
Complexity Business Projects
Dept. Formed

SAP R/3
Go Live

Continuous SAP
GAP! Enhancements and
Additional Business Process
Initial SAP R/3 Functionality Changes
Functionality
(SD, FI/CO, MM, PP)
Required Legacy ERP System
Functionality

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
7

• Overview of Crestron Electronics, Inc.
• Determining the benefits received
• Wrap-up

8

Return Material Authorization (RMA) Process Overview
• RMA involves the process of a customer returning a product
to Crestron and our internal business processes to deal with
the return
• RMA is a core component of Crestron’s business
s Integral to Crestron’s perceived value to our customers

s Affects multiple departments from Customer Support and Order
Processing through Service and Accounting
• RMA is divided across customer and internal transactions:
Customer Transactions Internal Transactions
• Return for repair • Repair and return to customer
• Return for credit/return for • Refurbish and return to stock
exchange
• Advanced replacement • Scrap

9

RMA Customer Transactions Overview
• Return for Repair
s Customer sends a broken product back to Crestron for repair

s Once repaired, the product is returned to the customer

• Return for Credit/Return for Exchange
s Customer returns a recently purchased product

s Crestron credits customer for return

s If exchange, new PO is placed for replacement product(s)

• Advanced Replacement
s Customer reports to Crestron a broken product at a job site

s Crestron immediately sends new replacement product to the
customer
s Customer returns broken product back to Crestron within
60 days
10

RMA Internal Transactions Overview
• Repair and Return to Customer
s Product is evaluated, repaired, and sent back to the customer

s If product is Out-of-Warranty (or warranty is voided), then
customer is charged for service
• Refurbish and Return to Stock
s Returned product is evaluated and determined to be “within
bounds” for being returned to stock
s Product is serviced, if necessary, and returned to stock

• Scrap
s Returned product is evaluated and determined to be damaged
beyond repair (or obsolete for Sales)
s Product is scrapped

11

RMA Legacy Systems Environment
• Legacy RMA processing occurs across three disparate systems:

RightNow Technologies Microsoft SAP

Application: RightNow Service Application: MS FoxPro for Application: SAP ERP 6.0
Windows 2.6a
Platform: Third-party hosted Platform: Windows 2003 (64-bit)
Web-based application Platform: Windows 2000 (32-bit) Server
Server
Function: Function:
• Serves as the Customer Function: • All new products going out
Support Call Log • Serves as the RMA application via exchanges or advanced
• All customer calls, both RMA- • All RMAs are logged into this replacements are processed
and non RMA-related, are system by Customer Support through SAP Logistics
logged in this application • All RMA processing Execution processes
information is updated into this • All service invoices are issued
system by various departments through SAP Financials
• All inventory movements are
tracked within SAP

12

Technology Reasons for Replacing Legacy RMA
• RMA is running on an obsolete platform
s FoxPro for Windows is completely unsupported by Microsoft

s Last supported patch was in December 1999 (for Y2K)

• Limited in-house technical support of RMA
s Only one Crestron person has the expertise to maintain the
application and provide adequate technical support for RMA
s There is no technical support documentation

• Limited disaster recovery for RMA
s Only consists of the FoxPro database being backed up on a
nightly basis
s No tools are available for recovering from a FoxPro database
corruption

13

Functionality Reasons for Replacing Legacy RMA
• No integration between FoxPro, SAP, and RightNow
s Many tasks are duplicated and highly manual

s No reconciliation of returned products with orders and
inventory in SAP, which results in an inaccurate Cost of Goods
Sold (COGS)
• Very limited, and highly manual, reporting capabilities
s Very time-intensive to identify return trends

s Difficult to link reported defects with any potential engineering
and/or production issues
s Requires senior-level staff (i.e., Managers and/or Directors) with
in-depth knowledge to analyze data

14

• Wrap-up

15

Prioritizing Corporate Initiatives
Reviewed list of potential initiatives with executives to “see
what boils to the top”
• Determined the biggest business needs for the
immediate and near future
• Determined what initiative best met these needs
RMA
Replacement

Warehouse
Management
Sales and
Operations
Planning
Sales Force
Automation

HR Info
System

16

Mapping the Path to Project Success
• Locked in executive agreement that RMA replacement was the
next major corporate initiative
• Developed the Project Roadmap
s Determined any dependencies or “project pre-requisites”

s Determined the actual project scope

s Determined if the project, or any dependencies, could/should
be done in phases (vs. all at once)
s Mapped the project scope and all dependencies against a
timeline
• Communicated Project Roadmap to the company
• Began work!

17

Determining RMA Project Dependencies
• SAP requires Solution Manager in order to get license keys
s Implemented SAP Solution Manager

• Need to establish structured quality control for SAP enhancements
s Implemented HP (formerly Mercury) Quality Center

s Established a dedicated SAP testing team

• SAP R/3 4.6c entered “Extended Support” as of December 2006
s Upgraded SAP R/3 4.6c to SAP ERP 6.0

• Legacy RMA processes leverage existing SAP SD, FI, and MM functionality
s Improved existing Order-to-Cash processes in preparation for CRM

s Improved existing Supply Chain processes in preparation for CRM

• Complex RMA analytics will require SAP NetWeaver BI to calculate
properly
s Implemented SAP NetWeaver BI and SAP Enterprise Portal

18

Determining RMA Project Scope
• Replace FoxPro RMA system with SAP CRM 2007
s Replace all RMA-related functionality with SAP CRM

s Primarily affects Customer Support and Service departments

• Integrate SAP CRM with SAP R/3
s Tie new CRM RMA functionality with existing R/3 functionality (e.g.,
order entry, inventory management, invoicing, etc.)
s RMAs flow seamlessly from department to department within one
system
• Integrate SAP CRM with SAP NetWeaver BI
s Consolidate reporting to one system

s Provide more powerful tools to analyze trends

• Replace RightNow Service with SAP CRM 2007
s Track all calls, both RMA and non-RMA, within one system

s Fully integrated Customer Support Call Center

19

Breaking Project Scope into Phases
Phase 1
• Replace FoxPro RMA system with SAP CRM 2007

s Replace all RMA-related functionality with SAP CRM

s Primarily affects Customer Support and Service departments

• Integrate SAP CRM with SAP R/3

s Tie new CRM RMA functionality with existing R/3 functionality (e.g., order
entry, inventory management, invoicing, etc.)
s RMAs flow seamlessly from department to department within one system

• Integrate SAP CRM with SAP NetWeaver BI

s Consolidate reporting to one system

s Provide more powerful tools to analyze trends

Phase 2
• Replace RightNow Service with SAP CRM 2007

s Track all calls, both RMA and non-RMA, within one system

s Fully integrated Customer Support Call Center

20

Splitting Phase 1 into Two Key Steps

Phase 1

• Develop a Conference Room Pilot of • Implement the new CRM RMA system
the new CRM RMA application s Leverage findings from the Pilot to
s Install “out-of-the-box” SAP CRM implement CRM RMA system
2007 (DEV and QAS environments s Integrate with SAP NetWeaver BI
only) and develop necessary reports
s Integrate with existing SAP ERP s Conduct iterative User Acceptance
s Implement basic RMA functionality Testing to ensure continued
s Actively demonstrate new business user buy-in
functionality to key business users s Develop comprehensive user

s Refine and finalize requirements manuals and conduct training
for new CRM RMA system s Go live with new system when
ready

21

Reasoning for a Conference Room Pilot
• Keeps initial project focus on SAP CRM installation and not
configuration
s Flushes out and isolates any potential installation issues

s Mitigates risk from implementing a newly introduced version of
SAP CRM (2007 was still in early Ramp Up at the start of the
project)
• Serves as a “proof-of-concept” to demonstrate to the business
that SAP CRM can handle the RMA processes
• Dispels “myths” about SAP CRM and how it works
• Sets the baseline for all CRM RMA business requirements
• Reduces the business’ anxiety over change and helps with user
acceptance

22

Uncovering Additional Functionality from the Pilot
• Required SAP ERP changes were uncovered that directly affected
the CRM RMA project
s Obsolescing Materials – Updated the process in which
materials are made obsolete in SAP (i.e., separate obsolete
materials in Sales vs. Service)
s Consignment – Updated existing consignment processes so
that they flow more seamlessly with new CRM RMA
functionality
s Foreign Trade – Extended Foreign Trade functionality so that
commercial invoices and HS Codes are automated for both
Sales and Service
• Scope creep is minimized when requirement “gaps” are identified
earlier in the project timeline

23

Creating the CRM Roadmap
Phase 11 Phase 33 Phase 5
Phase Phase Phase 5
§§ Order-to-Cashprocess
Order-to-Cash process §§ RMAReplacement ––
RMA Replacement §§ ExpandedManagement
Expanded Management
improvements ––Phase 11
improvements Phase Phase 11(Conference Reporting
Reporting
Phase (Conference
Room Pilot)
Room Pilot) §§ AdditionalCRM RMA
Additional CRM RMA
§§ RMAReplacement ––
RMA Replacement improvements (TBD)
improvements (TBD)
Phase 11(CRM RMA)
Phase (CRM RMA) §§ CRMfor Sales (TBD)
CRM for Sales (TBD)

Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6

2006 2007 2008 2009 2010 2011 2012

Phase 00 Phase 22 Phase 4 Phase 66
Phase Phase Phase 4 Phase
§§ RMAReplacement
RMA Replacement Order-to-Cash process
§ § Order-to-Cash process §§ RMAReplacement ––
RMA Replacement §§ CRMfor Sales (TBD)
CRM for Sales (TBD)
improvements –– Phase 2
initiative isisgiven
initiative given improvements Phase 2 Phase 22 §§ CRMfor Marketing
CRM for Marketing
the “Green Light” Supply Chain process
§ § Supply Chain process Phase
the “Green Light” improvements §§ ExpandedManagement
Expanded Management (TBD) )
(TBD
§§ DevelopRoadmap
Develop Roadmap improvements
Implement Mercury
§ § Implement Mercury Reporting
Reporting
Quality Center §§ AdditionalCRM RMA
Additional CRM RMA
Quality Center
Implement SAP
§ § Implement SAP improvements (TBD)
NetWeaver BI, EP, and improvements (TBD)
NetWeaver BI, EP, and
SolMan §§ CRMfor Sales (TBD)
CRM for Sales (TBD)
SolMan
Upgrade from 4.6c to
§ § Upgrade from 4.6c to
ECC 6.0
ECC 6.0
24

• Wrap-up

25

Breakdown of RMA Replacement Phase 1
• Business/Functional Solution Scope: • SAP Solution Scope:
s Service Management s SAP CRM 2007

s Customer Service and Technical „ Interaction Center
Support „ Service Management with

s Installed Base Management WebUI
s SAP ERP 6.0
s Warranty and Claims Management
s SAP Enterprise Portal 7.0
s Complaints and Returns
s SAP NetWeaver Business
Processing in CRM
Intelligence 7.0
s In-house Repair Processing in CRM
s SAP Solution Manager 7.0
s Integration between SAP CRM and
SAP ERP • Additional Technical Solution Scope:
s Integration to SAP ERP for Inbound
s HP Test Director 9.2
and Outbound Orders
s Financial Management

• Expanded Key Performance Management:
s CRM Service Metrics Reporting 26

RMA Replacement – SAP CRM System Landscape
SAP CRM 2007 – Crestron Specific CRM Scope
SAP ERP 6.0 Customer Facing Communication Channels
Configuration Data
Master Data
Transactional Data Interaction Center WebUI

Master Data Transactional Data
P Customers P Notifications and Escalations
P Contact Persons P Service Level Agreements
P Subcontractors P Entitlement
SAP NetWeaver 7.0 BI
P Employees P Complaints Processing
Configuration Data P Employee Qualifications P In-House Repair Orders
Master Data P Business Partner Relationships P Employee Calendar
Transactional Data P Organization Structure P Service Confirmations (T&M)
P Products P RMAs
P Warranty Data P Billing Requests
P Installed Base P Financials (Cost and Revenue)
P Equipment
P Parts
Third-Party Applications
P Pricing
Interfaces
P Service Templates

Configuration Data
27

Recap of RMA Transactions
• Customer transactions
s Return for Repair

s Return for Credit/Return for Exchange

s Advanced Replacement

• Internal transactions
s Repair and Return to Customer

s Refurbish and Return to Stock

s Scrap

28

RMA Cycle in SAP CRM 2007
• All RMA Customers Crestron Electronics, Inc.
transactions Data Entry
effectively run
Customer Warranty
through the same Support Check
SAP cycle
• Detailed example
is an end-to-end
Receiving
Repair scenario: Accounting

s Customer
Transaction:
Return for Product Delivery Service
Repair
s Internal
Packaging
Transaction:
Repair and
Return to
Customer 29

Return for Repair (Walkthrough)
3

1 4
2
Enter call info into
RightNow Service

Customer Support Create Return for
Customer calls Representative takes Repair RMA
w/complaint call
Enter RMA info
into SAP CRM

• Some information from RMA calls Check Product
will still be dual entered until RMA Warranty
Replacement Phase 2 (Replacing
RightNow with SAP CRM) is • SAP Customer Master and
completed Material Master data are
seamlessly integrated with
• In the original legacy processes, RMA data entry
information was dual entered into
RightNow and FoxPro • Product warranties are
checked when product is
selected
• RMA number is provided to
customer
30

Return for Repair (SAP CRM Demo)

31

Repair and Return to Customer (Walkthrough 1 of 4)
1 2 3 4

Product is Product is scanned
Customer ships received Service Tech assigned
into Service inventory to product
product
• Receiving validates receipt
• Customer attaches • Product enters into SAP • Repair Order(s) are
of product
Crestron-provided as “Blocked Customer automatically created
s If RMA label is affixed to
RMA label to package, then validating Sales Order” stock upon product receipt
package (preferred, is very simple s Product can be easily • Service Manager
but not mandatory s If no RMA label, tracked, but not on reviews Repair Order
step) Receiving can still Crestron’s books and assigns it to
Product is shipped validate receipt by Service Tech
• s Product physically
back to Crestron checking serial number
moved to Service
facility in NJ • If RMA match cannot be
made, then new RMA created
department
and Customer Support • Confirmation of receipt is
contacted to research automatically emailed or
• RMA will be created for faxed to the customer
anything that is received
from a customer (even a non-
Crestron product!)
32

5 6 7 9 8

Repair estimate CSR contacts Customer
Service Tech created w/ estimate and confirms repair Customer approves
inspects product repair estimate

• Service Tech • If product is under • RMA is “flagged” once
determines any parts warranty, skip to Step the estimate has been
and labor required to 10 (next slide), created
repair product otherwise a repair • CSR can discount
• If product is under estimate is created estimate as necessary
warranty, Service Tech • Estimate includes • CSR gets customer’s
determines if any both parts and labor decision for next steps:
damage voids the • If repair estimate is s Continue with repair
warranty (e.g., coffee greater than 80% of s Return product (as-is)
was poured into the product price, then
circuits) to customer
product is
s Scrap product for
“uneconomical to
repair” customer

33

10 11 12 13

Service Tech Parts automatically Service completed Total repair cost
enters and updates requisitioned recorded
repair steps

• More service metrics • SAP performs • Specific defect • Repair costs are
requested by Available-to-Promise categories for each reported against
management = More (ATP) check on any repair are recorded in Service Cost Center
repair steps! parts needed SAP • Service metrics can
• Parts are properly • Product defects can be tracked and
decremented from be tracked and reported in SAP
Raw Materials trended in SAP NetWeaver BI
inventory NetWeaver BI • Greater executive
visibility to the
Service department

34

14

17
16
Repaired product
shipped back to Customer

15

Customer pays
Crestron, if applicable Accounts Receivable
processes payment, if applicable

• Service Revenue will post to
Service Invoice Service G/L
automatically created
• Service Revenue/Profitability will
• Upon Service completion, product is sent to be more visible for tracking and
Packaging, who then re-packages and ships reporting
product back to customer
• Nightly Post Goods Issue (PGI) runs and
generates Service Invoice – similar to regular
Sales Invoice
• Repairs under warranty generate a $0 Service
Invoice 35

Repair and Return to Customer (SAP CRM Demo)

36

• Wrap-up

37

Objectives for Determining Benefits
• Understand impact and benefits of the CRM RMA solution on
specific key business areas
• Create an active feedback loop that will measure further
improvements (or setbacks) as users become more familiar with
the new system
• Establish baseline for determining Return on Investment (ROI) for
future CRM projects

38

Approach for Determining Benefits
• Identify the business areas most affected by the RMA solution
s Within each business area, determine the business benefit of
the SAP CRM solution
s For the business benefits determined, identify Key Performance
Indicators (KPIs)
• Define methods to measure each KPI
s Interview business users and observe day-to-day processes

s Analyze existing data captured within the legacy RMA systems
(FoxPro and SAP R/3)
s Define measurements quantitatively and qualitatively

• Conduct research and analyze KPI measurements
• Develop ROI conclusions

39

Identifying Areas Most Affected by New RMA Solution
• Customer Support
s Major change from legacy RMA processing – RMAs entered into
SAP CRM instead of FoxPro
s Changes affect all customer-facing operations for RMA request,
approval, and inquiry
• Service
s Major change from legacy RMA processing – Repair
information entered into SAP CRM instead of FoxPro
s Changes affect all repair estimates, repairs, and packaging

40

Identifying Other Areas Affected by New RMA Solution
• Logistics (Shipping/Receiving)
s Some change from legacy RMA processing

s Changes affect receipt and shipping of all RMA orders in SAP

• Accounting
s Some change from legacy RMA processing

s Changes affect issuing credits and billing for Service in SAP

41

Identifying Customer Support KPIs – Samples

Key Performance Indicator Description

Average time a Technical Support Representative (TSR) takes for
Waiting Time to Receive the
gathering the RMA details from the customer and providing back an
Advanced Replacement RMA
RMA number to end the call

Time it requires to submit an Advance Replacement order comprised
Time to Enter Advance of the following activities: Time for TSR to send email request to the
Replacement Orders Advanced Replacement group + time it takes for the Advanced
Replacement group to enter order in SAP

Percent of orders that are not input into SAP until the next day of
% of Adv. Repl. Orders request. Orders falling in this group are input in SAP the next day after
Submitted Day After Request the RMA submission in FoxPro. This is usually due to orders being
requested for input at end of day or outside working hours.

Customer Inquiry Calls for RMA Percent of RMA Customer Inquiry Calls (calls simply asking for status)
Status (% of Total RMA Calls) out of the total RMA calls in a day

42

Measuring Customer Support KPIs – Samples

Key Performance Initial Initial Expected Actual Impact
Indicator Measurement Perception Impact
Waiting Time to Receive Green Minimal (0) Time to enter an Advanced
the Advanced 2 minutes Replacement RMA remains at
Replacement RMA approx. 2 minutes
Yellow High (+) Time to “enter” an Advanced
Time to Enter Advanced
5 minutes Replacement order drops to
Replacement Orders less than 1 minute

% of Adv. Repl. Orders Red High (+) Percent of Advanced
Replacements Submitted Day
Submitted Day After 13%
After is expected to drop to
Request near 0% *
Percent of Inquiry Calls
Yellow Slight (+) expected to slowly but
Customer Inquiry Calls steadily drop as both
customers and CSRs
for RMA Status (% of 43%
acclimate to increased
Total RMA Calls) automated communications
(e.g., automated RMA
Confirmation Notice) *

* Full Actual Impact not thoroughly measured at time of this presentation
43

Identifying Service KPIs – Samples


Customer Repairs – Service Average number of days it takes for a repair item to move from
Turn Around Time Receiving (to go to Service) to Packaging (when it completes Service)

Percent of repairs orders that are otherwise ready for Packaging, but
% of Repairs Staged for
some part or accessories from the ship-with materials is missing and,
Packaging that are Incomplete
therefore, needs to be searched or procured

Amount of time it takes for Crestron staff to build a quarterly or annual
Time to Trend Analysis Report
defect trend analysis report

44

Measuring Service KPIs – Samples

Repair order processing
times increase in SAP CRM
vs. FoxPro due to increased
Customer Repairs – number of service steps
Yellow Slight (-) related to metrics data
Service Turn Around 10 days
capture. While overall Service
Time Times are not severely
affected, some significant
bottlenecks have been
identified.

% of Repairs Staged for Red High (+) Better tracking of “ship-
withs” is expected to
Packaging that are 25%
dramatically reduce this
Incomplete percentage *
3 days (standard Red High (+)
SAP NetWeaver BI trending
Time to Trend Analysis reports)
reports can be generated in
Report 1 week (complex minutes vs. days
reports)

45

Identifying Logistics KPIs – Samples


Percent of products received that have RMA discrepancies (e.g.,
% of RMA Items Received with
products do not match what is expected on an RMA, products do not
Discrepancies
have an RMA associated with them, etc.)

Average # of Days to Resolve Average number of days a product sits “on hold” in Receiving while an
Discrepancies RMA discrepancy is resolved

46

Measuring Logistics KPIs – Samples

Automated RMA labels
should make it easier for
Yellow Slight (+) customers to properly label
shipments and prevent some
% of RMA Items Received discrepancies. Also, greater
10%
with Discrepancies ease of matching products
received against an RMA in
SAP CRM than in FoxPro
should resolve other
discrepancies *
Yellow Slight (+) Greater tools in SAP CRM for
Receiving to capture and
Average # of Days to
7 days notify Customer Support of
Resolve Discrepancies any discrepancies should
help reduce this number *

47

Identifying Accounting KPIs – Samples


Average time to issue an invoice after a repaired product has been
Time to Invoice
shipped to the customer

Time to Provide Credit to Average time to issue a credit back to the customer after a returned
Customer product has been received

48

Measuring Accounting KPIs – Samples

Yellow High (+) Service Invoices will
automatically generate nightly
Time to Invoice 4 days once the repaired product is
shipped so Time to Invoice
drops to 1 day
Credit Memos will
Yellow High (+) automatically generate nightly
once the product is inspected
Time to Provide Credit to and the credit is approved.
21 days
Customer While inspection time is
relatively unaffected, the time
to generate the memo drops
to 1 day.

49

• Wrap-up

50

Resources
• Official SAP CRM brochures and white papers
s www.sap.com/usa/solutions/business-suite/crm/brochures/
index.epx
s Most pertinent Solution Brief is “Service: Maximize Service
Profitability”
• Additional white papers can be located using
www.findwhitepapers.com (free registration required)
s “Seeing the Big Picture: A Corporate Guide to Better Decisions
through IT” (Technology Evaluation Centers, 2007)
„ www.findwhitepapers.com/whitepaper1686
s “CRM Without Compromise: A Strategy for Profitable Growth”
(SAP AG, 2007)
s “Differentiation through Service Excellence: Driving Customer
Loyalty and Service Profitability” (SAP AG, 2008)
51

7 Key Points to Take Home
• Clearly define the reasons for why you are implementing
SAP CRM at your business
s Identify both functional and technical reasons
s Set foundation for which all future CRM work can be
based upon
• Create a project roadmap to plan out your timeline and resources
s Identify exactly what needs to be done for a successful project
s Help set expectations with executives and the business users
• If implementing SAP CRM for the first time, consider starting with
a Conference Room Pilot
s Equalize your users’ understanding of SAP CRM before
finalizing any new business requirements
s Mitigate risk by helping to separate installation issues from
configuration issues

52

7 Key Points to Take Home (cont.)
• For Customer Call Center functionality, always be aware of how
new CRM functionality may affect call times
• For Service functionality, always be aware that more Service
metrics can mean more Service steps
s Find the right balance!
• Identify and define your planned CRM benefits and Key
Performance Indicators (KPIs)
s Remember to establish a baseline measurement before the
project begins
s Have both quantitative and qualitative measurements
• Acknowledge both positive and negative metrics garnered from
your KPI analysis
s Use negative metrics to plan out next steps, as well as for
Lessons Learned

53

Your Turn!

How to contact me:
Andrew Ho
aho@crestron.com
54

Disclaimer
SAP, R/3, mySAP, mySAP.com, xApps, xApp, SAP NetWeaver ®, Duet™, PartnerEdge, and other SAP products and services mentioned herein as
well as their respective logos are trademarks or registered trademarks of SAP AG in Germany and in several other countries all over the world. All
other product and service names mentioned are the trademarks of their respective companies. Wellesley Information Services is neither owned nor
controlled by SAP.

55

Case Study: How Crestron Electronics Improved the Efficiency of Its Customer Service Returns Processes with SAP CRM 2007

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Case Study: How Crestron Electronics Improved the Efficiency of Its Customer Service Returns Processes with SAP CRM 2007